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Delivery of HSBC Credit Cards Research / Benchmarking Tollgate

Delivery of HSBC Credit Cards Research / Benchmarking Tollgate. Benchmarking. Prepare Scope Duration from customer application to ready for customer pick up in branch or mail out of HSBC Visa/Master card Current flow & process improvement Select Sources HTSA Credit Card Development Team

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Delivery of HSBC Credit Cards Research / Benchmarking Tollgate

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  1. Delivery of HSBC Credit CardsResearch / BenchmarkingTollgate

  2. Benchmarking • Prepare • Scope • Duration from customer application to ready for customer pick up in branch or mail out of HSBC Visa/Master card • Current flow & process improvement • Select • Sources • HTSA Credit Card Development Team • Internet – Other banks • Conduct • Collect Data

  3. Internal Research • HSBC Visa/Master Cards in Hong Kong • Turnaround time in HK is 7 days as SLA

  4. Fact or Fiction the internet and the call centres contradict each other External Research - Domestic • Chase • Internet 10-14days • Call centre 10-30days (most cards arrive within 10days) • Branch 10-30days • All cards are sent by regular mail and there is not a service available to rush cards • Bank of America • Internet 14 days • Amex • Citi • Internet 14 days • Call centre 3-4weeks • All cards are sent by regular mail and there is not a service available to rush cards

  5. Current Flow & Process Improvement • Brief Summary of General Processing Flow • Each application is assigned a reference number. Application data is then input into the system. The captured data is checked for errors and missing information. It is then an automated process to look up if this applicant is an existing banking customer, and the banking related information will be loaded. • There will then be system scoring processes, and Credit Bureau search. Applications that are accepted may go through the telephone verification process. Upon another system scoring, applications that are accepted by the system are checked for exceptions, e.g. any missing documents. If there are exceptions, the concerned application will be sent for review and a manual decision will be taken. If there are no exceptions, the system starts the process for creating the plastic. The plastic will then be delivered as collected by branch, by mail or by registered mail, etc. If the delivery process is supposed to be less secured, ie. delivered by mail, card activation process will be required. • Current Process Improvement • Workflow system (currently Group Workflow and Image System - GWIS) is used in some sites to help to manage the above processes. • WEAP (Web-enabling Application Processing) is used to reduce manual process, which allows for online completion of card applications, so as to eliminate the need to re-key data into the backend system.

  6. Receive Request Under-write Send to Credit Credit Review Approve? Y Doc & Book N End DefineDevelop team charter, identify key stakeholders and verify the voice of the stakeholder. Define critical processes and decision points in these processes. Map the business process to improve Business Case Problem Statement Scope • Through external customer surveys and Commercial Voice of the Customer project, we have feedback that our cycle time from customers’ expressed need for credit to funding is longer than customers expect. For non-real estate dependent credits (>$250M),our cycle time ranges from average range of 16-75days • We preliminarily know competition aims to turn requests (request to funding) in about 21 days • We believe there are more resources consumed the longer a request stays in the process. • We believe the likelihood of a deal closing diminishes the longer the request stays in the process • We believe there is a negative impact on market image to extent cycle time exceeds expectations • Failure to provide timely decision • to customer’s business request. • The process which drives our current business takes the following time periods for 80% of the requests: • >$250M - 16-75 days • <$250M - 6-57 days • Beginning - Customer Request • End - Facility Closed/Systems Loaded/ Executed Documents • Includes segments (real estate dependent and non real estate dependent): • $25M-$100M - BLC • $100M-$250M - BLC • $250M-$2MM - DCO’s • Products: • Conventional products - lines, term, SBA , • Commercial Mortgages/Construction • Business Cards • Metrics: • Primary:Cycle Time • Secondary: Credit Quality Constant. Increasing:Hit Rate Decreasing:Cost • Decisions delivered to customers within 2- 4 days of submission by customer of complete request to branch manager. Documentation completed and facility closed within 21 days (for real estate dependent/ SBA credits, funding timeline to differ) S Suppliers I Inputs P Process O Outputs C Customers • Branch Managers • Small Business Relationship Managers • BDO’s • Premier Relationship Managers • Group Referrals • Middle Market, Corporate Lending, Real Estate Finance • Government Agencies • Customers • Limit Requirements / Terms • Demographics (KYC) • Product Information • Financial Information • Collateral Information • Pricing / Returns • Go / No Go Decision to Customer Request • Funded Credit Facility • External Customers • Global Payments & Cash Management • Commercial Loan Services (WLI) Processing • BM’s, SBRM’s, BDO’s, etc. • Consumer Finance • Credit Risk Management • Trade Services • F/X

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